Managing Teams

1. Managing Teams

2. Overview • Turning Individuals into Team Players • Contemporary Team Issues Chapter 8 Lesson 2

3. Quick Write How much of an individualist are you? Has this ever hindered your efforts to be a team player? Explain. Chapter 8 Lesson 2 Courtesy of Liquidlibrary Images

4. Turning Individuals into Team Players Chapter 8 Lesson 2 Courtesy of Clipart.com

5. Challenges of Creating Team Players Strong sense of individualism in the culture Adjusting to the fact that success will no longer be measured by individual contributions, but by team achievements Transition to a team approach can leave many employees in a state of corporate culture shock Chapter 8 Lesson 2

6. Creator- Innovators Linker Coordinates and integrates Champions ideas after they have been initiated Initiates creative ideas Assessor-Developers Reporter- Advisers Encourages the search for more information Offers insightful analysis of options Team Fights external battles Provides structure Upholder- Maintainers Examines details and enforces rules Provides direction and follow-through Controller-Inspectors Thruster-Organizers Concluder-Producers Explorer-Promoters Roles Team Members Play Adapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 305 Pearson Prentice Hall, 2005 Chapter 8 Lesson 2

7. Creator-Innovators • Imaginative and good at coming up with ideas and concepts • Typically independent and prefer to work alone, at their own pace and timetable Chapter 8 Lesson 2 Courtesy of Clipart.com

8. Explorer-Promoters • Good at picking up brainstorms from the creator-innovators and finding ways to realize them • May be less good at following things through in detail Chapter 8 Lesson 2 Courtesy of Pixiland Images

9. Assessor-Developers • Have strong analytical skills • Typically make their best contribution by thinking through different options carefully to come up with the best decision Chapter 8 Lesson 2 Courtesy of Comstock Images

10. Thruster-Organizers • Like to set up procedures to turn ideas into reality and get things done • Set goals, establish plans, organize people, and set up systems to ensure that deadlines are met Chapter 8 Lesson 2 Courtesy of Clipart.com

11. Conductor-Producers • Interested in results • Focus on meeting deadlines and ensuring that all commitments are met • Take pride in producing a regular output at a certain standard Chapter 8 Lesson 2 Courtesy of Clipart.com

12. Controller-Inspectors • Focus on establishing and enforcing rules and policies • Good at examining details and ensuring accuracy in details Chapter 8 Lesson 2 Courtesy of Thinkstock Images

13. Upholder-Maintainers • Have strong feelings about the way things should be done • Will defend the team against outsiders and will support team members from within • Sources of stability for the team Chapter 8 Lesson 2

14. Reporter-Advisors • Good listeners • Tend not to push their point of view, and they often seek more information before decisions are made • Help keep the team from making hasty decisions that don’t work out right Chapter 8 Lesson 2

15. Linker • Anyone in any of the other roles can be a linker • Try to understand everyone else’s perspective • Coordinate and integrate activity Chapter 8 Lesson 2

16. Optional ExerciseDiscovering Team Roles • Form groups of four or five • Review the nine roles of team members • Identify at least two roles that are most suited to you • Explain why you chose these roles to your team members • Listen to their feedback either confirming or challenging your conclusions • If you only had one role, what would it be? Chapter 8 Lesson 2

17. Shaping Team Behavior Chapter 8 Lesson 2

18. Optional ExerciseTeam Rewards Challenge • Most student rewards are based on individual performance – test scores, papers written, personal projects, etc. • As a group, identify one creative way of changing from individual rewards to team rewards in the JROTC class • Be prepared to respond to challenges to your idea Chapter 8 Lesson 2

19. Invigorating Mature Teams Adapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 308 Pearson Prentice Hall, 2005 Chapter 8 Lesson 2

20. Contemporary Team Issues • Employee ideas and improvements • Employee participation • Testing ideas for implementation Chapter 8 Lesson 2

21. Workforce Diversity The advantages of diversity are clearest when a team is engaged in solving problems and making decisions Chapter 8 Lesson 2 Courtesy of Comstock Images

22. Heterogeneous Teams • Consist of dissimilar or diverse parts • Bring more perspectives to discussions • Tend to discuss issues more fully Chapter 8 Lesson 2 Courtesy of BananaStock Images

23. Review • Individualism in the culture can be a real barrier to setting up effective teams • Employees have to sign on to the idea that their success will no longer be measured by their individual achievements, but by those of the group Chapter 8 Lesson 2

24. Review • The transition to a team approach can leave many employees in a state of corporate culture shock • The team approach has been much easier to introduce in countries with a more collectivist culture—Japan and Mexico, to name two Chapter 8 Lesson 2

25. Review • The nine roles on a team are: • Creator-innovators • Explorer-promoters • Assessor-developers • Thruster-organizers • Concluder-producers • Controller-inspectors • Upholder-maintainers • Reporter-advisors • Linkers Chapter 8 Lesson 2

26. Review • Three tools that managers have for shaping team behavior are selection, training, and rewards for team behavior • It may be possible to hire a person on a probationary, or trial, basis, and give him or her training to develop team-player skills Chapter 8 Lesson 2

27. Review • Four ways to bring new life to a mature team are to prepare team members to deal with problems of maturity, offer refresher training, provide advanced training, and encourage team members to treat development as a constant learning opportunity • The advantages of diversity show most clearly when a team is engaged in problem-solving and decision-making Chapter 8 Lesson 2

28. Review • Heterogeneous teams—those consisting of dissimilar or diverse parts—bring more perspectives to any discussion • Research shows that members of cohesive teams have greater satisfaction and less absenteeism and attrition – reduction in numbers, as through dismissal, resignation, or retirement Chapter 8 Lesson 2

29. Summary • Turning Individuals into Team Players • Contemporary Team Issues Chapter 8 Lesson 2

30. What’s Next… Communication Skills and Challenges Chapter 8 Lesson 2 Courtesy of Pixiland Images